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Darlene -
For team collaboration, rich infinite whiteboard platforms like Miro and Mural work great. However, regardless of the tools used, it is a good idea to work with the team to define some ground rules for their usage (e.g. we won't use e-mail or Slack when there's a conflict). Kiron 
Network:712
First, expect some challenges getting started. Some will resist change and the tools will take time to learn. I would also suggest leading by example, using the tools yourself in a visible way. If you're not using them, why should they?
Second I would start requiring others on your team to use the tools to communicate information you need to roll up your project summaries. It will become easier to use the tools real-time, than using other tools and then transferring the data to the chosen tool suite. This works even better if rather than you report out on the progress of your sub-teams to your program leaders, you ask the team focals to present themselves using the tools. That gives them visibility, and (hopefully) they will want that visibility to put them in a positive light. Providing capability demonstrations is also a good idea. Encourage others who found a good way to use the tools, to share their methods with the team rather than you doing all the talking.
I am working with highly distributed around the globe virtual teams from 1998 up to date. I am saying this just trying to pointed out that some tools which exists today did not be available in those times. For example, the only way to talk was thanks a phone bridge. So, the key is the process and the way you convince people to work together no matter you do no know some people face to face. Nothing new, totally obvious. With that said, I will talk about what I was in charge to implement in my actual work place. About "soft" techniques and a process to help them we implemented Responsive Working which works for us. About technical tools we use zoom from long time ago and our operative value stream is supported by Microsoft suite tools like MS Teams, MS Azure DevOps, etc.
I do agree with Keith.
I found MS-Teams very helpful. Your problem seems to be a cultural problem. We should make sure that we have a team and team spirit.
Thanks everyone for your input. Much appreciated. I am trying to push out the use of the tool by using them exclusively for team communications - so I am trying to lead by example. As the teams are all well trained on how to use the tools I don't think it is a "training" issue. I will also try to apply more of the soft skills you mention to try to further encourage them to use the tools provided - as some of you note, I think this is a cultural issue. I will keep trying!
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1 reply by Keith Novak
Jan 18, 2022 2:00 PM
Keith Novak
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When trying to change the culture, remember that people deal with change in different ways.Roughly 40% are motivated by competency. They accept the tool when they are proficient using it, so demonstrating their newly learned capabilities will help speed their transition. It looks like peer to peer training, but it's also aiding the cultural shift. Another 40% are motivated by community. They accept the tool when their peers are using it. Having team members show they are using the tool such as in plan reviews will show engagement of the larger community and speed the transition of this group. If you require status updates using the tool, people can avoid creating status reports too. The same tool used to communicate to the working team is used to communicate to the leaders/stakeholders. That helps both groups mentioned above, but especially the last 20% that are motivated by results. The benefit of not preparing multiple status reports a week quickly demonstrates how the tool saves them time and aggravation. Good luck!
Network:712
Jan 18, 2022 9:19 AM
Replying to Darlene Watson
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Thanks everyone for your input. Much appreciated. I am trying to push out the use of the tool by using them exclusively for team communications - so I am trying to lead by example. As the teams are all well trained on how to use the tools I don't think it is a "training" issue. I will also try to apply more of the soft skills you mention to try to further encourage them to use the tools provided - as some of you note, I think this is a cultural issue. I will keep trying!
Roughly 40% are motivated by competency. They accept the tool when they are proficient using it, so demonstrating their newly learned capabilities will help speed their transition. It looks like peer to peer training, but it's also aiding the cultural shift. Another 40% are motivated by community. They accept the tool when their peers are using it. Having team members show they are using the tool such as in plan reviews will show engagement of the larger community and speed the transition of this group. If you require status updates using the tool, people can avoid creating status reports too. The same tool used to communicate to the working team is used to communicate to the leaders/stakeholders. That helps both groups mentioned above, but especially the last 20% that are motivated by results. The benefit of not preparing multiple status reports a week quickly demonstrates how the tool saves them time and aggravation. Good luck!
Darlene
I definitely enjoy using Miro and Microsoft Team - Those two are the most virtual tools I use for team collaboration. RK
Our organization used both Microsoft Teams and Jabber. We chose to eliminate Jabber which forced one single methodology. It's easy to user and many have adopted well over the course of 2-3 months.
Assuming bandwidth is not a problem, I found leaving remote collaboration tools, such as Zoom or Teams, on throughout the day a great way to build team dynamics, coherence and communication by osmosis.
Maybe this was mentioned above but I didn't catch it. You need team "buy-in" as well.
Example: Last year I rolled out a safety documentation app. I said here is what we're doing as a company, here is how to use it, please adhere to using it moving forward.....well a few weeks later no one was using it, and a year later I've had to re-roll it out. What I was missing the first time was WHY. This year I presented the app again, I explained how it was a benefit to everyone, focusing specifically on others and how it would benefit them, how it would make their lives different in positives ways, etc, etc. I pushed this app out first thing this year. I've had no complaints, only praise for it, and our entire team has been utilizing it in every way I've asked. All of this with minimum accountability and just complete team buy-in. Hope this helps!
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